The Ontario Power Generation

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The Ontario Power Generation by Mind Map: The Ontario Power Generation

1. Introduction

1.1. One of the Largest North American Power Companies

1.2. Produces Electricity

1.2.1. Hydroelectric

1.2.2. Thermal

1.2.3. Nuclear

1.2.4. Biomass

1.2.5. Wind-powered

1.3. Supplies Over 50% of Homes in Ontario with Electricity

2. Issues

2.1. Technician Demand

2.1.1. Vital to Success

2.1.2. Difficult to Determine

2.1.3. Need Highly Skilled Technicians

2.2. Environmental/Regulatory Changes

2.2.1. Ministry of Energy Scheduled Closures

2.3. Training Program Design

2.3.1. Five Year Training Program

2.3.2. Not Effective for a Position of Need

2.3.3. Program is Designed for Technicians

3. Analysis

3.1. Positives

3.1.1. Ability to Adapt

3.1.1.1. Closed Three Stations

3.1.1.1.1. Ahead of Scheduled Closures

3.1.2. Data Collection Processes

3.1.2.1. Extensive Prior Sale Data

3.1.2.2. Extensive Prior Consumption Data

3.1.2.3. Maintains Valuable Data Critical to Success

3.2. Negatives

3.2.1. No Effective Forecasting Technique

3.2.1.1. To Determine Demand for Power

3.2.1.2. To Determine Technician Demand

3.2.1.3. To Determine Consumer Demand

4. Reccomendations

4.1. Ratio Analysis

4.1.1. Qualitative Method

4.1.1.1. Anticipate Power Demand

4.1.1.2. Forecast Demand in Labour

4.1.2. Five Step Process

4.2. HR Budgets

4.2.1. Qualitative Method

4.2.1.1. Determines HR Demand in Specific Areas

4.2.2. Use of Staffing Tables

5. CHAPTER 5: THE HR FORECASTING PROCESS

5.1. HR DEMAND

5.1.1. Refers to the firms future need for human capital, the types of jobs, and the number of positions that must be filled to implement its strategy

5.2. QUALITATIVE & QUANTITATIVE

5.2.1. Quantitative Methods

5.2.1.1. Trend Analysis

5.2.1.1.1. General term for any approach that attempts to forecast future human capital needs by examining historical trends.

5.2.1.2. Ratio Analysis

5.2.1.2.1. Examines the relationship between an operational index and the demand for labour

5.2.1.3. Time Series Model

5.2.1.3.1. Uses past data to predict future data

5.2.1.4. Regression Analysis

5.2.1.4.1. Can be thought of as an extension of trend analysis, but it uses more data and multiple predictor variables.

5.2.1.5. Structural Equation Model

5.2.1.5.1. Similar to Regression but regression deals with a SINGLE outcome whereas SEM can contain MANY

5.2.2. Quantitative - Some are based on what is known about existing relationships

5.2.2.1. Better when forecasting demand in stable markets with a high degree of certainty.

5.2.3. Qualitative Methods

5.2.3.1. Management Surveys

5.2.3.1.1. Gathering Information from experts using methods such as interviews, questionnaires, telephone conferences

5.2.3.2. Scenario Planning

5.2.3.2.1. Imagining future possible organizational states and developing a strategy

5.2.3.3. Delphi Technique

5.2.3.3.1. Forecasts and judgements of selected group of experts are solicited and summarized to determine future HR demand.

5.2.3.4. Nominal Group Technique

5.2.4. Qualitative Models are useful when no formal planning or data collection occurs.

5.2.4.1. Preferable when uncertainty becomes high

5.3. HR BUDGET/STAFFING TABLES

5.3.1. Quantitative, operational, or short-run demand estimates

5.3.1.1. Contains the number and types of jobs or positions required by the organization

5.3.1.1.1. As a whole and each subunit, division, or department

5.3.2. HR Budget process produces a Staffing Table

5.3.2.1. Presents TOTAL HR Demand requirements

5.4. COMBINING QUALITATIVE & QUANTITATIVE METHODS

5.4.1. Simulation

5.4.1.1. Incorporates a set of assumptions about relationships among variables in a mathematical algorithm